Consultancy Project Management

Introducing the web's first market map of the Product Analytics Market: I was floored when I couldn't find one of these online. Surely, Gartner or CBInsights or A16Z would have created one? It turns out not. So I spent the past 3 months: • Talking with 25 buyers • Researching the space myself • Interviewing 5 product leaders at key players This is what I learned about the most significant players in each space: (that PMs and product people need to know) 1. Core Product Analytics Platforms     The foundational tools for tracking user behavior and product performance Amplitude : The leader, an all-in-one platform for PMs to master their data Mixpanel : The leader in easy UX and pioneer in event-based analytics Heap | by Contentsquare: The automatic event tracking and real-time insights leader 2. A/B Testing & Experimentation     Platforms for analysis Optimizely : The premier tool for sophisticated A/B and multivariate testing VWO : The best for combining A/B testing with heatmaps and session recordings AB Tasty: The all-in-one solution for testing, personalization, and AI-driven insights 3. Feedback & Session Recording     Capture qualitative insights and visualize user interactions Medallia: The top choice for comprehensive experience management Hotjar | by Contentsquare: The go-to for visual feedback and user behavior insights Fullstory: The best for detailed session replay and user interaction analysis 4. Open-Source Solutions     Customizable, free analytics platforms for data sovereignty Matomo: The robust, privacy-focused open-source analytics platform Plausible Analytics: The lightweight, privacy-first analytics solution PostHog: The versatile, open source product analytics tool 5. Mobile & App Analytics     Specialized tools for mobile and app performance analysis UXCam: The best for in-depth mobile user interaction insights Localytics: The leader in user engagement and lifecycle management Flurry Analytics: The comprehensive, free mobile analytics platform 6. Data Collection & Integration     Gather and unify data across platforms Segment: The top choice for effortless customer data unification Informatica: The enterprise-grade solution for data integration and governance Talend: The flexible, open-source data integration tool 7. General BI & Data Viz     Non-product specific tools for data analysis and visualization Tableau: The leader in interactive, rich data visualization Power BI: The best for deep integration with Microsoft tools Looker: The modern BI tool for customizable, real-time insights 8. Decision Automation & AI     Systems for automated insights and decisions Databricks: The unified platform for data and AI collaboration DataRobot: The leader in automated machine learning and AI Alteryx: The comprehensive solution for analytics automation Check out the full infographic to see where your favorite tools fit and discover new platforms to enhance your product analytics stack.

74% of problems get solved at the symptom level.  (That’s why they come back.) Top CEOs don’t just move fast.  They move smart. Because solving the right problem beats solving the wrong one quickly. Here are 5 mental models every founder and CEO should keep in their toolkit: 1. Pre-Mortem Analysis  ➟ Plan like failure is inevitable.  ➟ Spot what could go wrong—and fix it before it happens. ➟ Use this before launches, hires, or high-stakes bets. 2. The 5 Whys Framework  ➟ Ask “why?” five times.  ➟ It sounds simple. It’s not. ➟ Most teams treat symptoms. This digs deep and finds the root. 3. Decision Tree Analysis  ➟ Map your options. Visualize outcomes.  ➟ Use it when the decision involves people, capital, or risk. ➟ It brings clarity to complexity. 4. Rapid SWOT  ➟ Quick clarity in chaotic moments.  • What’s working?  • What’s broken?  • Where’s the upside?  ➟ Perfect for offsites, pivots, and team resets. 5. Impact vs. Effort Matrix  ➟ Every task has a cost.  ➟ This filters the noise and focuses your team.  ➟ So you move fast—on the right things. When pressure’s high, frameworks reduce decision fatigue. They create structure in chaos. And help you lead with consistency—even in uncertain moments. Mental models aren’t just tools.  They’re multipliers. The better your thinking, the better your outcomes. Most CEOs don’t lack effort.  They lack a thinking system. Save this. Use it before your next big decision. Smart leaders don’t guess.  They model their way forward. Want a PDF of my Solve Any Problem cheat sheet? Get it free: https://lnkd.in/da4hfTE9 ♻️ Repost to help a leader in your network. 💡 Follow Eric Partaker for more leadership insights.

Difference between QA QC & TQM Quality Assurance (QA) Focus: The process or system used to produce the product or service. Process: Planning, implementing, and maintaining a quality management system to ensure that processes are effective and efficient. Timing: Proactive, aiming to prevent defects before they occur. Example: Developing quality standards and procedures for a manufacturing process. Quality Control (QC) Focus: The end product or service. Process: Inspection, testing, and verification to ensure that the final output meets specified quality standards. Timing: Typically occurs after production or service delivery. Example: A quality inspector checking for defects in a manufactured product. Total Quality Management (TQM) Focus: The entire organization. Process: A philosophy that emphasizes continuous improvement in all aspects of the business, involving everyone from top management to frontline employees. Timing: Ongoing and pervasive. Example: Implementing employee training programs, customer satisfaction surveys, and process improvement initiatives. In essence: QC is about ensuring the product or service meets quality standards. QA is about ensuring the process used to create the product or service is effective. TQM is a comprehensive approach that involves everyone in the organization to continuously improve quality.

The analysis was brilliant. The recommendations sound. Yet nothing changed. In our final part, we explore how consultants navigate the human dimension which is where the real barriers are. Parts 1 & 2 explored creating clarity and driving change. This third dimension builds trust across the organization. The final three functions: 1. The Relationship Bridge → Connecting stakeholders around shared objectives →  Facilitating cross-functional understanding → Navigating politics to enable decisions The truth is, organizations are complex human systems with competing agendas and perspectives. Average consultants rely on data alone. Elite ones recognize that change is fundamentally human. They bring people together by: → Facilitating stakeholder alignment forums → Bridging technical and business perspectives → Addressing unspoken barriers to progress → Building coalitions that sustain momentum The best consultants know that the executive, middle manager, and frontline employee all see different realities. Rather than picking sides, they build bridges of understanding between these worlds. 2. The Context Translator → Adapting best practices to local realities → Translating frameworks into specific solutions → Accounting for culture and structure Average consultants apply off-the-shelf frameworks, but generic solutions fail at adapting to the context and ground realities. Exceptional consultants don't just recommend what worked elsewhere, they adapt successful patterns to fit your unique context. They achieve this through: → Identifying which principles transfer across contexts → Adapting to organizational culture and capabilities → Knowing when to challenge vs. accept constraints → Balancing aspiration with practicality The difference between good and great consulting lies here: transforming general insights into your organization's distinct advantage. 3. The Integrity Anchor → Maintaining unwavering commitment to facts → Delivering truth regardless of consequences → Protecting confidentiality & ensuring ethical conduct In environments with competing agendas, the consultant must be the voice of integrity, the truth teller and confidant. Without this foundation, no amount of analytical brilliance or execution skill matters. This manifests in: → Speaking truth to power when others won't → Presenting data accurately, even when uncomfortable → Navigating politics while maintaining independence → Balancing candor with respect Average consultants tell you what you want to hear. Elite consultants tell you what you need to know, even when it's uncomfortable. We covered three dimensions in this series. They all build upon each other: → Clarity without change: useless insights → Change without trust: superficial compliance → Trust without clarity and change: a comfortable relationship The deepest value of consulting isn't transactional advice; it's enabling enduring self-reliance.

I’ve seen too many change initiatives collapse. Not because the budget wasn’t there. Not because the strategy was weak. But because leaders misunderstood what change management really is. Here’s what it often gets reduced to: ❌ Sending a few announcement emails ❌ Building polished slide decks ❌ Hosting a one-time town hall Real change work runs deeper: ✅ Stakeholder analysis and mapping → Knowing whose buy-in makes or breaks momentum ✅ Change impact assessments → Anticipating how roles, workflows, and daily lives will shift ✅ Readiness assessments → Gauging if the organization is equipped to move ✅ Communication planning → Designing messages that connect with people, not just inform them ✅ Sponsor roadmaps and coaching → Guiding leaders to model the change, not just announce it ✅ Resistance management → Addressing fear and friction before they spread ✅ ROI evaluation → Measuring whether the investment actually delivers And beyond these: journey mapping, coalition building, cultural alignment, reinforcement strategies – the real work of sustaining change. Because the truth is: Change isn’t a memo, a project plan or an event. It’s a disciplined process of moving people from “the way things are” to “the way things need to be.” Leaders who get this? They don’t just launch change. They sustain it. PS: What’s the biggest misconception you’ve seen about change management? -- Follow me, Daniel Lock, for practical tips for leading change, consulting & thought leadership.

📄 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗧𝗲𝗺𝗽𝗹𝗮𝘁𝗲 𝗳𝗼𝗿 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 📄 I'm happy to share a valuable resource that can significantly enhance your understanding and execution of requirements documentation, especially if you're preparing for the PMP exam. As part of my commitment to supporting the project management community, I've created a detailed requirements document template keeping predictive and hybrid life cycle in mind. 🔍 𝙒𝙝𝙮 𝙞𝙨 𝙍𝙚𝙦𝙪𝙞𝙧𝙚𝙢𝙚𝙣𝙩𝙨 𝘿𝙤𝙘𝙪𝙢𝙚𝙣𝙩𝙖𝙩𝙞𝙤𝙣 𝙄𝙢𝙥𝙤𝙧𝙩𝙖𝙣𝙩? Requirements documentation is the cornerstone of successful project management. It outlines the specific needs and functionalities that a project must fulfill, ensuring all stakeholders are aligned and expectations are clearly defined. This document serves as a blueprint, guiding project teams from conception through to delivery. 📘𝙒𝙝𝙖𝙩'𝙨 𝙄𝙣𝙨𝙞𝙙𝙚 𝙩𝙝𝙚 𝙏𝙚𝙢𝙥𝙡𝙖𝙩𝙚? The document includes: - Functional Requirements: Detailed behaviors and functions the system must perform. - Non-Functional Requirements: Criteria to judge the system's operation, like performance and security. - Compliance Requirements: Standards and regulations the system must adhere to. - Transitioning Requirements: Conditions for a smooth transition from old to new systems. - Quality Requirements: Desired attributes to ensure high system quality. - Business Rules: Policies and criteria governing the system's business logic. - Assumptions and Constraints: Key factors influencing project execution. - User Personas: Detailed profiles of typical users to guide development. This comprehensive Word document is for educational purposes only, aiming to provide project managers with a practical example of how to document requirements effectively. It's aligned with predictive life cycle and hybrid life cycle approaches, making it an excellent resource for those preparing for the PMP exam. By exploring this filled template, you can gain insights into creating thorough and precise requirements documents for your own projects. #ProjectManagement #RequirementsDocumentation #PMPExam #Template #Learning #ProjectManagers #PredictiveLifeCycle #HybridLifeCycle Stay tuned for more resources and tips!

Compliance shouldn’t be a one-and-done project. It should be built like a product. Too many companies treat GRC as a static checklist—a box to check once a year. But in today’s world of constant risk, evolving threats, and changing regulations, that approach is outdated. Instead, GRC should follow agile principles just like product development: -Start small. Launch with the minimum viable compliance (MVC) framework. No need to overcomplicate things from day one. -Iterate often. Compliance needs constant refinement based on new risks and business changes. -Embed into workflows. Make compliance frictionless by integrating it into engineering and ops teams' daily work. -Measure and adapt. Treat policies like features—gather feedback, track adoption, and improve over time. The companies that embrace GRC as a product—not a project—will build stronger, more resilient compliance programs. Are you treating GRC like a living, evolving system or just another annual task? #GRC

Land the plane. If you’re in it right now, dealing with a missed goal, a major bug, a failed launch, or an angry keystone customer, this is for you. In a crisis, panic and confusion spread fast. Everyone wants answers. The team needs clarity and direction. Without it, morale drops and execution stalls. This is when great operators step up. They cut through noise, anchor to facts, find leverage, and get to work. Your job is to reduce ambiguity, direct energy, and focus the team. Create tangible progress while others spin. Goal #1: Bring the plane down safely. Here’s how to lead through it. Right now: 1. Identify the root cause. Fast. Don’t start without knowing what broke. Fixing symptoms won’t fix the problem. You don’t have time to be wrong twice. 2. Define success. Then get clear on what’s sufficient. What gets us out of the crisis? What’s the minimum viable outcome that counts as a win? This isn’t the time for nice-to-haves. Don’t confuse triage with polish. 3. Align the team. Confusion kills speed. Be explicit about how we’ll operate: Who decides what. What pace we’ll move at. How we’ll know when we’re done Set the system to direct energy. 4. Get moving. Pull the people closest to the problem. Clarify the root cause. Identify priority one. Then go. Get a quick win on the board. Build momentum. Goal one is to complete priority one. That’s it. 5. Communicate like a quarterback Lead the offense. Make the calls. Own the outcome. Give the team confidence to execute without hesitation. Reduce latency. Get everyone in one thread or room. Set fast check-ins. Cover off-hours. Keep signal ahead of chaos. 6. Shrink the loop. Move to 1-day execution cycles. What did we try? What happened? What’s next? Short loops create momentum. Fast learning is fast winning. 7. Unblock the team (and prep the company to help). You are not a status collector. You are a momentum engine. Clear paths. Push decisions. Put partner teams on alert for support. Crises expose systems. And leaders. Your job is to land the plane. Once it’s down, figure out what failed, what needs to change, and how we move forward. Land the plane. Learn fast. Move forward. That’s how successful operators lead through it.

🌱Are you strategic by being sustainable as a project professional? Being sustainable goes beyond environmental impact. Sustainable habits and strategies are crucial for project professionals looking to create long-term social and economic impact. Here are some key practices you can leverage: 𝐓𝐫𝐢𝐩𝐥𝐞 𝐁𝐨𝐭𝐭𝐨𝐦 𝐋𝐢𝐧𝐞 (𝐓𝐁𝐋) 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡: first introduced by John Elkington in 1994, this is widely used in sustainability and corporate social responsibility contexts. Project professionals should adopt the TBL framework which considers social, environmental, and economic impacts when evaluating project success. This approach ensures that projects benefit not just as it relates to the organization's bottom line but also the society and environment. 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Engaging with all stakeholders, including local communities, NGOs, government bodies, and businesses, is absolutely crucial. Understanding their needs, concerns, and aspirations helps in designing projects that align with their interests, increasing the chances of long-term success and support. 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐕𝐢𝐬𝐢𝐨𝐧 𝐚𝐧𝐝 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠: Sustainable projects require a long-term vision and planning. Instead of focusing solely on short-term gains, project professionals must consider the long-term implications of their actions on the organization, environment, society et. al. 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲: Sustainable projects should prioritize resource (human, material or capital) efficiency. This includes reducing waste, proper work planning and utilization, optimizing energy and water consumption, and using renewable or recyclable materials whenever possible. 𝐒𝐨𝐜𝐢𝐚𝐥 𝐈𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧 𝐚𝐧𝐝 𝐃𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲: Ensure that the project promotes social inclusion and diversity, empowering marginalized communities and ensuring equal opportunities for all. This can lead to more resilient and equitable societies. Join Ahad Nazir and I on @strategic project leader podcast as we discuss sustainability becoming mainstream in the practice of project management. Join us live and be part of the conversation using the link in the comment. #strategicthinking #projectmanagement #sustainability #strategicprojectmanagement

I’m increasingly weary of the overnight experts—those who appear suddenly with sweeping claims of expertise in subjects they’ve only just begun to explore. Why do we feel the urge to project mastery from the very first step? What makes us so uncomfortable with being in the learning phase—of acknowledging that expertise takes time, iteration, and humility? More urgently, what about the responsibility we carry when we offer advice? When customers, institutions, or individuals come to us, they’re often seeking clarity amidst complexity, assurance in sensitive moments, or direction in systems that are unfamiliar or intimidating. In such moments, the advisory we provide isn’t just information—it’s influence. It shapes choices, behaviours, and consequences. So why do we rush? Is the need to appear competitive so overpowering that we forget what’s at stake? That behind every claim of authority is a very real possibility of causing harm if we’re not ready? When credibility and care do not go hand in hand, we don’t just damage our own reputations—we damage people, processes, and progress. In knowledge-based domains—where humans are the product, and advisory is often called upon in deeply human contexts—the moral and ethical stakes are higher. These are spaces where information must be handled with discernment, where trust is both earned and sacred, and where consequences of misguidance are not theoretical—they are lived. Misguided advice can lead to mismanaged cases, institutional failures, broken reporting systems, and the retraumatization of those already carrying harm. In such spaces, fast-tracked expertise is not a shortcut—it’s a breach of ethics. When advisory is not rooted in consciousness and honesty, it becomes performative. When claims are made without the moral weight of responsibility, they reduce complex, often vulnerable matters into credentials, content, and self-branding. I understand and even admire how startups often rise quickly. Many offer tangible solutions—bridging gaps, building systems, or solving for scale. But when the core offering is human-led, when expertise is the service, and when people’s lives and rights are impacted—the value cannot be in speed. It must lie in rigour, reflection, and responsibility. Not every journey needs to begin at the top. Expertise is not a performance; it’s a responsibility. Care and ethics is not a soft value; it’s the foundation of credibility. And in knowledge-led work, ethics aren’t optional—they are the work. Can we allow ourselves the grace to learn before we lead? Can we carry the weight of credibility with care?